Browsing by Subject "team climate"
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(2018)Aims The aim of this study was to examine the relationship between job strain and presenteeism among Finnish doctors, and investigate the role of team climate as a possible moderator in the association. Sickness presenteeism or presenteeism is defined as going to work sick even when the health condition would require taking a sick leave. In previous studies, high job demands have been associated with higher presenteeism, whereas support from colleagues has been associated with lower presenteeism. However, the relationship between job strain and presenteeism, where job strain is a combination of job demands and control, has not been examined before. Good team climate has been suggested to diminish the negative consequences of job demands but its moderation in the relationship of job strain and presenteeism has not been studied before. Methods The sample of the study (n = 2309) was based on a survey “Doctor’s health and work conditions 2015”. Quotient, linear and categorical job strain variables, as well as four job types, were formed of job demands and control. Team climate was measured by participative safety of Team Climate Inventory. Presenteeism was measured with the question ”Have you gone to work sick during the past 12 months?” and predicted with logistic regression in doctors who worked full-time and had answered to all the items used in the study. Results and conclusions 62% of the respondents had worked sick during the past year. High job demands and job strain were associated with higher presenteeism. In contrast, job control was associated with lower presenteeism. Good team climate weakened only the relationship between presenteeism and very high job strain, but not between presenteeism and other work conditions. However, the observed effect sizes were small.
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(2011)This thesis is about work engagement, the experience of work-related motivational fulfillment, in a team context. The present study is based on a larger survey conducted by Finnish Institute of Occupational Health with one of its client organizations. It was administered as an electronic survey in an expert organization, where work is knowledge-based, and typically conducted in teams. In such working environments team performance is highly dependent on effective knowledge sharing behaviors. Based on Job Demands - Resources model, it was suggested that meaningful team processes can be job resources that fuel work engagement. More specifically, this cross-sectional study (N=583) examined whether elements known to fuel team innovativeness, defined as team climate, were associated with individual work engagement. Self-determination theory and social identity approach were used to argue that team climate is likely to contain motivational elements, which would explain the proposed relationship. It was further proposed that typical features of knowledge-based environments, workload and role ambiguity, would be associated with work engagement, and that they would moderate the relationship between team climate and work engagement. The data was analyzed primarily by conducting linear regression analyses and multilevel modeling. The main conclusion of the study is that team climate is positively associated with work engagement, as hypothesized. Team climate elements explained together 27% of the variability in work engagement. Neither gender nor team role influenced the results. Of the four team climate elements, the most important predictor of work engagement was vision, which refers to clarity, realism, and meaningfulness of team goals. Also, concrete investments of time and effort in collaboration were important. Team membership influenced the relationship between team climate and work engagement, but this influence was very weak. The study further established that workload was positively, and role ambiguity negatively associated with work engagement, as hypothesized. Furthermore, workload weakened the relationship between team climate and work engagement, also as hypothesized. The moderation was, however, weak and only with two elements of team climate. Role ambiguity did not moderate the relationship.
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